Dyson market entry in South Korea

Résumé du document

As we saw in the First Dyson Business Report, Dyson is already exporting its product successfully in 49 countries with an increased turnover of 23% within the last year. These high results are due to the international expansion and multi-million-pound investment in research and development. Dyson is present in Japan and plans to expand in China and in India. As we all know, the Asian sector is now very attractive and it could be also interesting to see which country should be the most appropriate to expand Dyson after Japan. As Dyson is the leader in some of the richest countries, the company have a strong financial basis that contributes to their success through innovation and expansion.

According to the Organization's resources and Capabilities, Stakeholders are in favour for the company development. Mr Dyson took 15 years and 5127 prototypes to elaborate the vacuum and 3 years for the airblade. Innovation is a long and expensive process where failure is the motor of creativity. Innovation at first has to be silly, unthinkable, naughty and dangerous to then learn about failures. Dyson strategy is to use technology to create the best useful and design product, that people will buy.

Extraits

[...] Marketing entry II.1. Marketing Objectives The objective is to sell the Dyson Airblade in South Korea. This country is one of the wealthier countries in Asia. Indeed, it is at the 13th rank of the GDP purchasing power parity just after the biggest Western countries, China, Japan and India.[3] Regarding the previous analysis, South Korea seems to be the best Asian country to expand our product. II.2. Marketing Strategy II.2.a. Segmentation Regarding the characteristics of the Airblade hand dryer, our purpose is now the selection of one or more market segments that we can target. [...]

[...] Dyson market entry in South Korea Table of contents I. Environment Analysis 3 I.1. SWOT Analysis 4 II. Marketing entry 5 II.1. Marketing Objectives 5 II.2. Marketing Strategy 5 II.2.a. Segmentation 5 II.2.b. Targeting 6 II.2.c. Positioning 7 II.3. Marketing Mix 7 II.3.a. Product 7 II.3.b. Price 8 II.3.c. Place 8 II.3.d. Promotion 9 III. [...]

[...] Marketing Implementation Dyson predict a three years implementation for the Airblade hand dryer in South Korea. The implementation is the execution of a plan after an analysis, with the goal to sell a product. The first year will be divided in two semesters. The first 6 months, Dyson should send analyst in South Korea to better know the country. This is really important because we learn more in the field than with statistics and data. This action will permit to fill in the missing information and verify the existing ones. [...]

[...] Marketing Mix II.3.a. Product The product is an important factor because it is the first thing that customers see. So it has to be attractive through packaging and differentiation. The Airblade hand dryer is an innovative product. He can be distinguished from its competitors through different characteristics. Quality. Dyson have the best quality compared to its competitors. Indeed, it is an ecological product, which is an important factor nowadays, and it is the only one in its category to be Carbon Reduction Label awarded. [...]

[...] Targeting Dyson has a single segment for its Airblade hand dryer. Now we know which Institutions we should targets, so we just have to know to which particular person we have to sell our product. First of all we have to forget the personal use market as it is an expensive product and people at home will preferably use their towel to dry their hands. Then it is possible to cover all the sanitary facilities because it is a revolutionary product which can reduce the cost in a long-term view. [...]